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Creating the Ideal Employees’ Benefits Package in 2013

Lewis R Humphries — Fri, 24 May 2013 01:35:06 +0000

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The Benefits that Employees Want in 2013

There are social changes that have gone some way to negating the long term

We live in an age of conflicting economic portents, where various countries throughout the world hover between the margins of recession and minimal growth.

No country embodies these circumstances like the U.S., whose fortunes continue to fluctuate in line with global instability.

Take the national unemployment rate, for example, as although it continues to fall economists believe that this is primarily due to the creation of low paid and short term jobs.

As a result of this uncertainty and the paper thins foundations of the U.S. economic recovery, businesses are being forced to reduce costs and consolidate their existing operation.

While this may impact negatively on some aspects of their business, however, there are corresponding social changes that have gone some way to negating any long term decline.

In fact, forward thinking firms are well placed to attract and retain talent despite the economic condition, as employees are increasingly motivated by more than bottom line salary.

The Top 3 Benefits that Employees Want in 2013

According to the results of a recent survey conducted by the LIMRA, 63% of American employees rate employment benefits as the most significant factor when choosing between multiple job

offers. More specifically, contemporary workers are favouring flexible benefits packages that appeal to their age, culture, and individual personal circumstances.

The following represent 3 of the most attractive employee benefits in 2013, and should form the basis for any package that you offer to staff members…

Life Insurance

As a society, we are becoming increasingly aware of our physical and mental well being.

Conversely, and despite this enhanced awareness, levels of obesity and ill health are continuing to have a significant impact on the everyday lives of citizens.

Rising levels of self-awareness with regards to health are at least encouraging citizens to understand the value of life insurance,

however, especially when it is offered to them as part of a wider employee benefits package. From your perspective as an employer, this is also a relatively low cost benefit that can be purchased on a wholesale basis to deliver affordable coverage for each individual staff member.

This is a benefit that continues to provide peace of mind, especially among older employees who may be struggling to save for their pension.

A Comprehensive Pension Plan with Employer Contributions

According to the federal government, the U.S. may soon be implementing a mandatory pension scheme nationwide.

Borrowing heavily from the system currently employed in Australia, this would ultimately create a scenario where both corporations and workers were required to commit a percentage of their salary into a long term savings plan.

Despite the fact that approximately 59% of U.S. citizens fail to save for their

future in the current economy, this is largely due to a lack of disposable income rather than an unwillingness to establish a retirement fund.

As an employer, you can adopt a proactive approach and create a culture that empowers your staff members to save and create their own financial independence, simply be offering them a pension plan that is at least partially funded out of your own revenue.

A Flexible Working Directive

In global terms, flexible working directives are becoming a key feature of modern employee benefits packages.

With nearly a third of all American workers now classified as either self-employed or independent contractors, your most skilled employees are likely to demand at least some flexibility in terms of their working hours or the capacity to operate from home.

By establishing a flexible working directive that suits your business, you

can create tailored benefits packages that afford employees variable degrees of freedom according to their role and level of experience.

As remote communication tools and cloud based software continue to become more sophisticated and accessible, the demand for flexible working arrangements within the traditional workplace is likely to rise still further in 2013.

From Our ‘Employee Benefits’ Playlist on Our YouTube Channel

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The Last Word

In a strained and unstable economy, the ability to maintain a strong and happy workforce is absolutely critical.

This will help to minimize staff turnover and create stability from within, which in turn can be used as a platform from which to attract leading industry talent from elsewhere.

To achieve this, however, you will need to respect the individual demands of your employees and create a range of flexible benefits that offer genuine appeal.

What Are Your Thoughts?

✔ What is valued by an employee usually shifts with each generation. What do you find imporant as a benefit package from an employer for now? for your future?

✔ Given Social Security is threatened and there is a possiblity of a forced pension program, that doesn’t really change the financial habits of most people. Do you believe the forced pension approach is a means-to-an-end? is it mearly something that will eventually end up being spent by Congress (as they have done with Social Security)? What are your ideas for providing a better retirement for you and your generation?

✔ What research and/or services can The HRIS World do for you when it comes to employee benefits? Feel free to leave a comment below or click below to use our contact page to reach us!

Please share your thoughts with us and our audience in the comments section below! Or you can reach us directly from our contact page.

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Do Really Know How to Deal with Cloud Security?

Mary Ylisela — Thu, 23 May 2013 04:24:36 +0000

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Security Just Doesn’t Happen

You have to deal with it, every day…

It seems that everyone is in the cloud.

Most business owners, even those who haven’t actively sought out the use of cloud storage, still use cloud computing in their business.

Communication methods such as email and text messaging fall under the cloud computing umbrella because they take place over the internet and the information is stored remotely.

As cloud computing becomes more predominant, it’s also important to consider cloud security.

Cloud security, also referred to as cloud computing security, is a rapidly developing sub-domain of computer information security.

Included in cloud security are controls, technologies, and policies that protect the applications and information of individuals and businesses everywhere.

There’s really no way to get around the issue of dealing with cloud security, making the topic one that’s important for all business owners to understand.

There’s no need to let concerns about cloud security become overwhelming.

Ensure Security for Internet-Based Business Information

App Licensing Issues

Cloud computing creates convenience for those who work remotely or out in the field.

But changing licensure restrictions may allow cloud app vendors to charge users for a multiple number of licenses for more cores than are necessary, while also requiring users to purchase products that function exclusively with a particular app.

Control Information Access

No one in their right mind would give a house key to everyone they know.

Similarly, only a select few trusted individuals in the business should have access to the information stored.

Maintain Regulation Compliance

Security certifications and other regulatory measures are an important part of cloud security.

A business should know how important compliance is to the vendor they obtain their cloud security from.

Be Knowledgeable About Data Storage

The concept of cloud computing security is so abstract to most that it becomes easy to brush it off as unimportant.

But business owners should know about the vendor, where the information is physically stored, and how the vendor keeps one company’s information separate and distinct from another’s.

Data Back-Up and Recovery

Cloud computing—and all the information that flows through cyberspace as a result—is not exempt from disaster.

When disaster strikes, it’s important to know that a security vendor has a back-up and recovery system in place to protect businesses from losing vital information.

Long-Term Data Access

What happens when a cloud security vendor goes out of business?

This is an important question for business owners to ask vendors before using their cloud security for their data.

If a vendor goes out of business, there needs to be a way for the businesses using the service to access their information and transfer it elsewhere.

From Our ‘Cloud Security’ Playlist on Our YouTube Channel

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The Last Word: Consistent Measures Maintain Security

Cloud security is achieved by consistently practicing the aforementioned considerations on a regular basis.

Similar to home security, specific security measures must remain in place and be checked on to ensure that a business’s computer information security isn’t being compromised.

Many types of businesses use cloud computing and must keep security as a priority.

It might seem that IT businesses and other companies that are based heavily on the internet would be the only ones needing to worry about cloud security.

But any business that uses email or stores data using cloud storage — anywhere from roofing companies to investing firms — must take steps to ensure their information is secure.

image credits www.sxc.hu

What Are Your Thoughts?

✔ Security has ALWAYS been an issue with computers — and the bigger the system, the more the concern. Given the cloud can create a fog of confusion when it comes to security (and no pun intended), there is a definite education process involved in both providing and knowing what is secure with the cloud. What can you add to Mary’s points?

✔ The nature of the cloud makes it somewhat self-defensive, especially with the multi-tenancy setup — but not everyone is buying into this. What aspects of the cloud make you uncomfortable? What would be the buy-in point for you?

✔ What other research and/or services can The HRIS World assist your company with when it comes to cloud systems?

Please share your thoughts with us and our audience in the comments section below! Or you can reach us directly from our contact page.

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Cloud is Dominating Corporate Mergers and Acquisitions

Garrett O'Brien — Thu, 23 May 2013 01:40:26 +0000

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There Is a Sunny Future for Cloud M&A’s

So what are the affects of this trend?

Acquisitions and mergers in the tech industry are nothing new.

But according to Ernst and Young, such transactions involving cloud computing are dominating the field, with new mergers occurring almost daily.

The accounting firm’s 2012 Q4 report calls this phenomenon a “mega trend” in the technology sector.

Software and Internet companies made up 57% of all merger and acquisition deals in 2012, according to Forbes.

Just who are these merging firms and why is this trend important?

For a fundamental and quite basic view of M&As, see our article The Nitty-Gritty on Mergers and Acquisitions

Mergers in the Cloud Sector

The trend in cloud computing is for larger computer companies to acquire smaller, innovative start-up companies, according to Cloud Times.

Recent examples include

networking giant Cisco Systems announcing intent to acquire SolveDirect, a privately held company headquartered in Austria that provides cloud-based services management integration software and services

IBM’s $1.4 billion acquisition in 2012 of Kenexa, a cloud firm that helps businesses recruit new employees using social media

Oracle’s 2012 acquisition of Eloqua, a company that helps firms monitor and track their marketing and sales initiatives

These are just the large transactions.

During 2012, there were several hundred mergers and acquisitions involving companies in the cloud sector.

What This Trend Means

For networking giants like Cisco, merging with new cloud companies gives them access to new technology as well as a new client base where they can market their existing products.

Unlike the sale of hardware, cloud contracts bring in regular, monthly lease payments, a help to companies looking to bolster cash flow.

Such deals also give companies outside of the technology sector instant presence in the cloud computing field.

For the business customer, the trend of fewer, larger cloud companies means one-stop shopping for computer software needs as well as better access to new and existing cloud products.

Larger firms with more resources could also mean larger budgets for R&D and,

potentially, more new technology and products being developed to help businesses of all sizes compete more effectively.

It’s not just big business that benefits from these advances in technology.

Ernst and Young’s new chairman, Mark Weinberger points out that cloud computing and advances in handheld digital devices have brought state-of-the-art technology to even the most remote and most humble parts of the world.

Acquisitions in the cloud sector help to put cloud-based products in the hands of marketing departments with the resources to reach these customers outside of the big cities, Weinberger also noted.

From Our ‘Ernst and Young’ Playlist on Our YouTube Channel

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The Last Word: Mergers and the Future of Cloud

The buying trend is likely to continue.

Some in the industry expect mergers and acquisitions in the cloud computing sector to continue and even accelerate throughout 2013.

As small and even mid-size cloud technology firms get eaten up by larger companies, competition is likely to diminish, although larger marketing and R&D budgets have the potential help to carry the cloud computing industry from its infancy into a well-established and stable business entity.

If anything is certain in the industry of cloud computing, it’s that one should expect the unexpected.

In this rapidly changing technology field, new products and new start-up companies can come out of nowhere, dramatically changing the shape of the industry.

Perhaps, we’ll just have to watch and see.

What Are Your Thoughts?

✔ High numbers of M&As occur frequently during a down economy as well as when there is capital to be gained. What mergers and acquisitions have you seen that have surprised you? Why did they surprise you?

✔ Honing the technical staff to the latest technology is always a constant effort — with the cloud, this is just as so especially due to the complexity of it all. What do you believe companies can do to retain the key technical people before, during, and after a M&A?

✔ What services and/or research can The HRIS World provide you and your company on the topic of mergers and acquisitions?

Please share your thoughts with us and our audience in the comments section below! Or you can reach us directly from our contact page.

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Fearful Leadership Can Become Courageous Leadership

Garrett O'Brien — Wed, 22 May 2013 04:19:11 +0000

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Courage Is a Skill — Skills Can Be Learned

Fear and courage can occupy the same space — the difference is how to use that feat to motivate you

When it comes to leadership, there has always been all sorts of how-to books, webinars, seminars, and conferences…

Yet what is the success rate of the attendees AFTER being a subject to these gatherings?

We believe THAT has yet to be measured with any level of accuracy — the only measurement we really have right now are the recommendations by others as well as the promotional campaigns by professional organizations.

There are no real statistics on what methods allow you to be become a success leader – whether measured by Briggs-Myers personality type nor other — all they can do is tell you what type of leader you are.

What is not measurable is your will power to overcome fear and that is one feeling and sensation that is in common with all leaders — fear.

Fear is different for everyone , so is courage — some is rooted in our beliefs, some rooted in our experiences, some rooted in whose counsel we seek, in who we see as a hero, and even in whose voice we listen to.

Being guided by a fearful leader is much like navigating a foggy lake in a small boat — you’re just not sure what is going to happen next, and many times you may not even know where you are at…

At the opposite end, true courageous leadership is easily identified by not only how well everyone can navigate everything but by the vision everyone shares…

When others see a leader, they sense his or her fear as well as their courage — their assertiveness and aggression can be detected as well, no matter what degree any of this is being intentionally or not intentionally displayed.

However, those allowing fear to direct their decisions are harmful to not only their organizations but to the people they lead as well.

This is because these leaders have unique ways to hinder others from making vital contributions — they don’t want others going where they fear.

These leaders can appear busy, but most often their work is not very productive.

There is NO escaping fear — all of us are subject to moments of fear whether we are administrators, tealm lead, decision-maker, or especially when all eyes are on us when they see us in a leadership role.

The higher up the chain of command you stand (at least, we hope you are standing), the more exposed you are to the eyes around you.

Are there signs or indicators to serve as cautions for a leader?

There are basic principles that work for most everyone, these principles are the basis of many leadership courses.

There are also basic tendencies that many will leaders will fall into that keep them from, well as the Army commercial says, being all you can be.

Thom R. Rainer, president and CEO of Lifeway, shares 8 such tendencies in fearful leaders and when any of us are manifesting any of these, I believe he is correct in saying we need an immediate behavioral change as a leader.

The following bullet points are an extraction from Thom Rainer’s blog, verbatim…

8 Indications of a Fearful Leadership

Procrastination

Fearful leaders put off tasks for fear that they cannot do them well.

They are experts at passive-aggressive behavior.

They can receive an assignment to do a task, then “conveniently” forget to do it.

Over Analysis

Fearful leaders want to over-analyze every situation in an attempt to eliminate risk.

They never stop analyzing because they never eliminate the risk.

An organization built around fear will have an excess of analysts and policy wonks.

A Bias Against Actions Outside the Status Quo

A bias against actions outside the status quo.

The status quo is the lone comfort place of a fearful leader.

Get him or her beyond status quo, and the leader is often deemed ineffective.

Though the fearful leader may avoid the overused, “We’ve never done it that way before,” he or she might say something similar like, “That’s really not the way we do it here.”

Worry About Critics

The fearful leader is a people pleaser.

Critics can immobilize him or her.

To use a sports metaphor, fearful leaders avoid decisions that might draw criticism because they play not to lose rather than playing to win.

Reticent to Show Weaknesses or Lack of Knowledge

The fearful leader is an insecure person.

He or she does not want to exhibit any weakness, even though he or she may have several.

You will see the opposite trait exhibited in confident courageous leaders.

They have no problems pointing out their own weaknesses and ignorance.

Reticence to Move People Off the Bus.

No one should enjoy firing people.

No one should enjoy telling a volunteer that he or she is no longer needed in a position.

But for the sake of the organization, some people need to be moved off the bus.

The fearful leader will let persons stay on the bus well beyond their effectiveness because they fear confrontation, and because they fear making a wrong decision.

Failure to Reinvent Oneself

A fearful leader does not want their circumstances to change; that is why such leaders fiercely defend the status quo.

Likewise, they don’t see any need for change in themselves.

Courageous leaders are constantly reinventing themselves.

Fearful leaders rarely improve their skill sets significantly.

Obsession with Details

Fearful leaders love to stay in the morass of insignificant details.

Because the details are usually unimportant, it is difficult to make a mistake of consequence.

Of course, it’s impossible to do anything of consequence when your focus is on those things that really don’t make a difference.

From Our ‘Motivation and Success’ Playlist on Our YouTube Channel

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The Last Word

It is not unusual to find fearful leaders who consistently exhibit all 8 signs.

That’s just the way they lead (or fail to lead).

But even good leaders can find themselves gravitating toward one or more of these weaknesses at times.

All leaders need to evaluate themselves honestly to make certain such drift does not take place.

What Are Your Thoughts?

✔ You probably have some traits to add — what traits not listed here do you believe hinder great leadership?

✔ When a leader shifts from from any of these traits (or others not listed here), there is almost an immediate change everywhere — have you witnessed something like this? If so, what happened?

✔ When it comes to shifting from fearful to courageous leadership, what research and/or services can The HRIS World provide your company? Let us know!

Please share your thoughts with us and our audience in the comments section below! Or you can reach us directly from our contact page.

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Balancing Your Professional and Personal Life

Mary Ylisela — Tue, 21 May 2013 15:13:51 +0000

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In Case You Missed It: The 9-5 Office Hours Have Been Terminated

More and more people are now working beyond the cubicle, if they are even working in a cubicle

More and more people are beginning to shift the way they handle their work and personal lives to achieve a greater level of balance.

The rise in obesity and other preventable health issues has put the spotlight on lack of self-care, as have the personal sacrifices workers are making to advance in the business world.

It’s not easy to balance work and personal life, but making the effort to do so can improve an individual’s performance in both realms.

These considerations can assist employees and employers alike in achieving greater balance of professional and personal lives for improved well-being, work performance, and overall happiness.

A willingness to adjust as needed is necessary to obtaining life balance.

Tips for Greater Work-Life Balance

Stick to a Work Schedule

Most employees have a work schedule their employer wants them to adhere to.

Avoid the temptation to come earlier or stay later just because others are doing so. Working longer hours on occasion is fine, but allowing it to become a habit can hurt an individual’s morale and home life.

Schedule Down Time

Time to relax, enjoy a favorite hobby, or participate in a fun activity should be scheduled into a person’s week or day. Large blocks of free time aren’t necessary; even 15 minutes of down time each day to relax and enjoy can be beneficial.

Eliminate Energy Vampires

Energy vampires are those people or things that wipe out a person’s energy and can make a positive atmosphere instantly go sour.

For instance, haggling about office expenses can zap energy needed for work and home.

Reduce expenses by purchasing used office furniture so the extra money can be allocated elsewhere.

Simple steps such as this can greatly reduce stress.

Consolidate Errands and Extras

Carefully plan work or personal errands so they’re conducted in a time-efficient manner.

It doesn’t make sense to zip around town if errands can be taken care of in an order that gets an individual from the office to home without having to go back and forth.

Put Self-Care at the Top of the List

As a schedule becomes more hectic, self-care is often the thing that falls to the bottom of the list.

But eating healthy, getting enough sleep, and making time to exercise for at least 30 minutes per day will boost energy and health, both of which have a positive effect on a person’s work and personal life.

Plan Family Time

Lack of family time can have an impact on an employee’s work life.

Plan family time into each day and week to ensure that each family member has it on their schedule.

This important aspect of work-life balance can increase the sense of fulfillment found at home and work.

Each person must find the work-life balance that works best for them.

The Last Word: A Work in Progress

To maintain the work-life balance that’s been achieved, people must continue to be mindful of it.

The smallest change in the work or home environment can throw things off kilter, causing the individual to feel the effects of imbalance.

Those effects are often exhibited as stress, physical illness, strained personal relationships, or compromised work performance.

It’s realistic to remember that everyone is a work in progress.

Continuous adjustment and readjustment will be necessary at work and in one’s personal life to maintain the balance achieved.

Likewise, the work-life balance techniques that prove to be effective now may not be years later.

Increased mindfulness and honesty with one’s self can help an individual who’s learned how to balance their professional and personal life make the changes necessary to enjoying the benefits of a more balanced life.

img credit : www.sxc.hu

What Are Your Thoughts?

✔ With the 9-to-5 structured office hours disappearing (did anyone really work 9-to-5?), structure is necessary in order to balance your personal and professional life — and if you are an unstructured person, you may need a buddy to keep you in line. What suggestions do you have to help keep your personal and professional life in balance? or perhaps something resembling a balance?

✔ Unplugging is just as important as being plugged-in — and we don’t require much of unplugged time to become more productive. For our house, one day a week there is no TV, no radio, no music, no computers, no cellphones, with that time replaced with more time talking, reading, being with friends, visiting places nearby, enjoying our hobbies… what thoughts do you have about unplugging for more productivity?

✔ What research and/or services can The HRIS World provide your and your company when it comes to balancing your personal and professional life?

Please share your thoughts with us and our audience in the comments section below! Or you can reach us directly from our contact page.

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Recognizing Internal Business Threats and Maintaining Good Employee Relationships

Lewis R Humphries — Mon, 20 May 2013 18:45:06 +0000

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External Threats and Market Conditions Can Shift Your Focus

People fail from broken focus as problems will divert your attention

As the global economic recovery remains tentative, it is all too easy for business owners to become preoccupied with external threats and market conditions.

While these undoubtedly have an impact on the course that your business will take during periods of austerity, however, you cannot afford to lose sight of the internal risks that may ultimately undermine your prosperity.

Recognizing these internal threats and how they may impact on your business and employees is critically important.

There is no point in creating a recession proof business plan if you allow your firm to become vulnerable to issues that originate within, so there is a pressing need to consider all aspects of your venture when economic hardship takes hold.

3 Key Internal Business Threats: Recognition and Resolution

With this in mind,

What are the 3 key internal issues that can undermine your business venture during a recession?

More importantly,

How can you negate these threats while maintaining a prosperous and forward thinking operation?

Consider the following…

The Risk of Workplace Accidents and Compensation Suits

While there is no evidence to suggest that staged accidents or contrived compensation suits are as commonplace in the business environment as they are on the road, there is no doubt that a recession alters the mindset of your employees.

Failure to protect each staff members health and safety in the workplace can lead to considerable issues during a recession, as individuals who suffer an injury may be more inclined to seek financial compensation.

In addition to the damage that this can do to your firms reputation within the industry, the sheer cost of legal fees can trigger significant losses.

Failure to Communicate

There is something about a recession that creates tunnel vision among business owners, as the pressure created by diminishing revenue streams forces them to focus solely on their bottom line profits

It is important to remember that empowering employees is crucial to maximizing productivity in the workplace, however, and it is your role as a leader to emphasize with the individual circumstances of staff members.

Workers face their own challenges during a recession, and by maintaining open lines of communication you can help them to develop a sense of purpose and security.

Without this ethos, you run the risk of alienating employees and losing talent to rival organizations.

A Perceived Lack of Growth

While it stands to reason that you will need to reduce spending during a recession, it is important to strike a balance between frugality and maintaining business growth.

If your venture stagnates, you are likely to lose key clientele and create a negative perception among your employees.

Staff members who are particularly experienced may identify a lack of growth as representing limited ambition, and begin to look elsewhere for alternative employment.

This will only add to the levels of uncertainty within the business, so it is important to think creatively and expand where possible during a recession.

From Our ‘Efficiency and Effectiveness’ Playlist on Our YouTube Channel

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The Last Word

The task of being a business owner is difficult enough at the best of times, but during a recession it becomes even more challenging.

While you may not be able to control the wider economic climate and specific market conditions, however, you can at least recognize the internal threats that undermine your business and create solutions to negate them.

This will also afford you the best possible chance of retaining the top talent within your firm and strengthening existing employee relationships.

What Are Your Thoughts?

✔ People fail from broken focus… Problems will divert your attention… Listing what is priority and sticking with those priorities helps maintain that focus. Your recommendation are?

✔ All 3 points Lewis discusses are impressions that others have from the perception they have, as well as the presentation, of your environment — Can you share some other perceptions that can give the wrong presentation?

✔ What research and/or services can The HRIS World provide your company in assisting with a steadfast focus??

Please share your thoughts with us and our audience in the comments section below! Or you can reach us directly from our contact page.

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Pointers for Maintaining Current Talent

Mary Ylisela — Mon, 20 May 2013 05:47:33 +0000

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Shrinking Workforce, Average Stay Now at 17 months, Skill Levels Requiring Employer Investment

Businesses are increasingly under stress to maintain key employees — what to do?

Current trends show that the average employee remains with one company for approximately 17 months before moving on.

When an employer weighs the options for retaining an employee or letting the individual go, the arguments in favor of getting the employee to stay may not be as obvious.

However, a recent study conducted by the Center for American Progress revealed that employers incur a cost of approximately 20% of an employee’s salary when the individual leaves.

Do the math and it’s clear to see that the cost of losing a $50,000-per-year employee can add up to a loss of $10,000 for the employer.

Various considerations can help employers maintain current talent, while saving them the time, effort, and money involved in dealing with a high rate of turnovers.

Employees that feel like a valued member of the team are more likely to stay.

Here are some pointers for maintaining current talent…

Go the Extra Mile to Keep Good Employees on Board

Invest in Orientation and Training

A short but thorough orientation process can assist a new employee in feeling more comfortable with their new work surroundings.

Getting the employee acclimated with how things are done in general, as well as in their specific department, can help them become more comfortable with a new work environment.

Pair New Employees with Mentors

Talented employees can grow and thrive in the company under the guidance of a carefully selected mentor. Consider pairing employees with a mentor during the first few years of employment, and then give them the opportunity to become mentors themselves.

Provide Opportunities

Most people enter a new company with an eye on growth and opportunity.

If these opportunities aren’t available, the individual can feel they’re growing stagnant in their current position after a couple years.

Learning and skill-training opportunities are beneficial to everyone.

Maintain a Positive Work Environment

A positive work environment relies on what occurs within and outside of the place of business.

On the outside, it’s wise to use a service such as Reputation.com to ensure that problems with the company reputation don’t affect employee morale.

Have an Open-Door Policy Communication between employee and employer is vital to retaining current talent.

Keep the lines of communication open, and facilitate discussions with employees on an individual and group basis.

Avoid Nickel-and-Dime Syndrome

Nickel and diming employees at the time of their annual reviews is a surefire way to lose talented staff members.

Even a small cost-of-living raise will save an employer the expense of having to replace a lost employee.

The Last Word: Progressing Forward as a Team

Businesses that create and maintain a team environment can help employees feel like a valued member of the team, instead of like an island of one.

No matter what level of confidence an employee has when he’s hired, the positive input and appreciation given by employers can help build that confidence and make the employee see himself as an important part of the company’s overall mission.

In addition to the tasks above, the willingness to facilitate a work environment that leads to employee satisfaction is also attributed to the management’s attitude and behavior.

In other words, the leadership sets the tone.

No amount of telling managers, supervisors, and talented employees how to be happy in the workplace will be effective if the leader doesn’t adhere to his or her own words.

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Why Do You Need a Human Resource Information System?

Steward Copper — Mon, 20 May 2013 04:34:00 +0000

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Keeping Tracking of the Data Created by Payroll and HR Can Be Daunting

HRIS Software helps you enter, manage, and report off of that data in a very effective manter

Editor’s note: Occasionally you may hear HRMS or HCM and wonder if they are the same as HRIS. These are almost interchangeable terms. HRMS is Human Resource Management System while HCM is Human Capital Management. What differentiates the names of the systems is purely up ot the vendor.

It goes without saying that software has interfered with ever single sphere of our life.

We cannot imagine our every day life without some computer program that helps us to work, to be treated and to have fun and to pay for services.

More and more software is used in modern business, and we can say that modern business even depends a lot on the software they use.

Every firm wants to be successful on the market and there is only one way to get the desired success is to hire the right labor or staff.

With every passing day companies pay more attention to the human resources that they employ and manage, and that is why all kinds of Human Recourses Information Systems (HRIS) are getting more and more popular for firms, as they give a hand at data entering, tracking, management, accounting and so on.

Hundreds of companies sell HRIS software offering all possible types of packs, which are able to satisfy even the most sophisticated client.

When a firm chooses the necessary HR solution, it may take some time to select the most appropriate and price-friendly variant.

One may ask – why do we need such systems at all? Here is the answer:

Information Management

Firstly, such kind of software gives a chance to manage all the information about the employees working in the office.

You can select the information from the employee profile you need, report it, and analyze it and process it in the way you need.

Besides, this human resource management system provides the safety of the information by encrypting and protecting it in various ways which is also tremendously important on the modern world of fierce competition.

Employee History

Secondly, the solution will help you to track the whole career history of the worker starting with enrollment procedures, changing statuses and positions, holidays, days-off, bonuses and rewards, termination and so on.

Moreover, you can see the current workflow status of the employee and the tasks they are working at.

So, you are like a boss, have the entire picture of the person working on you.

Document Management

Thirdly, the HRIS software is usually rather helpful when we work with all kinds of documents related to human resources i.e. trainings certificates, safety instructions, emergency situations and so on.

The tool will assist you in keeping all the documents in good order and they will be available at a single click.

System Integration

Fourthly, you can easily integrate this tool with other company solutions.

For example, the company can connect human resources management software with financial and accounting system and even payroll tools which, in fact, gives more overall information about the staff and provides better monitoring of the whole working life in the office.

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The Last Word

As we can see from the above, the effectiveness of Human Resource Information System has proved its effective role in managing the staff of the company.

But while choosing such a solution for your business, pay attention to what your business really needs, as only the right features will provide the best effect needed.

What Are Your Thoughts?

✔ With the arrival of the desktop computer, so did the arrival of HRIS — but hardly what it is today. Now, there isn’t an enterprise working without HRIS, while SMB’s are learning the value of such software. There are LOTS of software packages for micro, small, and medium sized businesses — have you initiated a search for yours recently? If so, can you share your thoughts with what to do and not do?

✔ Enterprises and large businesses use the Project Management Needs Assessment process along with RFI’s and RPF’s to hone out the system they believe they need (or at least they should!). However, if you are a SMB, there are services that provide assistance in determining what HRIS Software would work for you, whether you are in the USA, Canada, or anywhere outside the USA and Canada. Would a service like this be beneficial in your selection process?

✔ What research and/or assistance can The HRIS World provide your company in seeking HRIS software for your business?

Please share your thoughts with us and our audience in the comments section below! Or you can reach us directly from our contact page.

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Can Mobile Devices Can Be More Secure than PCs? Yes, Here’s Why…

Press Releases — Fri, 17 May 2013 09:12:13 +0000

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Perception vs. Reality: Industry Trends, Research Confirm Mobile Devices Can Be More Secure than PCs

Mobile applications, identities remain secure as only shared-data content on mobile (SMS, contacts, locations or photos) have been compromised

DALLAS, May 8, 2013 /PRNewswire/ – Mobile devices continue to fight an inaccurate perception that they’re not as secure as traditional PCs.

A proponent of mobile security, Entrust Inc. believes that mobile devices, when properly managed and protected, can be a highly secure platform for digital identities and online transactions.

“Users who live, work and play with multiple devices are demanding that banks, governments, retailers and other organizations embrace mobility,” said Entrust President and CEO Bill Conner.

“Particularly in the enterprise, employees, managers and staff are adamant that mobile devices are essential work resources and urge their companies to realize the full potential of mobile computing.”

Supporting this stance, a recent Forrester report, “Mobile Authentication: Is This My App? Is This My User?” suggests 52% now rely on three or more devices.

Adding to this stance, 60% of the devices are used for both personal and business use.

To gain an even better understanding of how mobile perception is changing for IT decision-makers in the enterprise, Entrust commissioned Forrester Consulting to publish a new report, “Mobility Helps Enterprises Enter a New Age.”

“While the security of mobile devices continues to fight an inaccurate perception, the reality is quite clear: mobile is more secure than PCs,” said Conner.

Despite the growing reliance on mobility, IT decision-makers still incorrectly believe traditional PCs are more secure than mobile devices.

Of those who responded, some 71% either somewhat or strongly agreed that desktops/laptops are secure, as opposed to 43% that said mobile devices are secure.

“While mobile devices are technologically more secure than traditional PCs, decision-makers view mobile devices as insecure because of media reports and the small size and personal nature of the devices,” stated the January 2013 study.

Understanding Media Reports

Consumers and enterprises alike can be swayed by misguided media reports.

Some educated concern about mobile security is rational, but mobile-based attacks to date are only gaining access to photographs, contacts, calendar items and SMS capabilities, the latter being the most concerning.

For example, SMS-based malware Zitmo, and its variants, demonstrates how SMS redirection can exploit Android-based mobile devices for illegal financial gain.

Another example, known as premium-rate fraud, leverages SMS-based malware to actively make money for the attacker by having the target Android device automatically text a SMS pay service.

Because of end-user comfort and trust in text messages, SMS-based malware should not be underestimated.

It’s strongly advised that organizations only deploy mobile security solutions that do not rely on SMS-based security controls, including SMS OTPs, for sensitive or high-risk transactions.

Despite media reports on mobile devices being unsecure, mobile OS architectures offer a level of security that is above desktop operating systems.

Desktop malware — performing malicious app-to-app process migration, native keyboard key-logging and Zeus-style memory-hooking — is not being found in mobile malware samples.

Plus, specific mobile vulnerabilities usually have a short lifespan.

As for Android, malware usually only targets specific hardware, firmware and OS versions, which greatly reduces the viability and lucrativeness of large-scale infections.

Why are Mobile Devices More Secure?

It’s based on a multilayered approach that’s core to development of mobile operating systems.

Applications installed on mobile devices are digitally signed or thoroughly vetted.

Legitimate applications also are sandboxed, meaning they can’t share or gain access to each other’s information — an important trait that helps defend against advanced mobile malware.

The strength of mobile platforms is further augmented by third-party security capabilities.

Solutions that offer digital certificates, embed seamless OTPs, or provide application-specific PIN unlock options further bolster device security.

Mobile Perception Changing in the Enterprise

The innovation in mobile security solutions could be the catalyst for the changing perception in the enterprise.

According to the Forrester study, enterprises are investing more in mobile, and are making mobile security a high or critical priority in 2013.

This is an important shift as the true power of mobility isn’t yet being realized.

The use of mobile capabilities that actually increase security or streamline business — mobile commerce (10 percent), partner/supplier applications (12%) and customer-specific applications (14%), for example — is decidedly lower amongst responders.

Once mobile devices are properly secured, leveraged and managed, more and more enterprises will embrace mobility as a standard business component.

“It’s promising to see enterprises beginning to appreciate how mobile devices, and related applications, streamline business, increase security and defend against targeted attacks,” said Conner.

“This shift is made possible by an important convergence of consumer technology, business enablement and identity-based security.”

The commissioned study found that 60% of firms, in 2012, indicated that creating a comprehensive mobile and tablet strategy for their employees was at least a moderate priority.

Even better, 54% of enterprise IT decision-makers are increasing their mobile investment in 2013.

Responders cited improved flexibility over tradition authentication (68 percent) and the ability to adapt to threats (64 percent) as primary reasons behind their new mobile policies.

In contrast, the study found that 50% of enterprises have implemented, but are not expanding, very basic access to email and calendars from mobile devices.

Of those same responders, access to network systems (42 percent) and supporting collaboration (36 percent) marked other accepted use cases.

Those findings dip when enterprises that haven’t implemented those capabilities were asked if they planned to do so in the next 12 months.

Secure Mobile, Leverage Mobile

To effectively mitigate risk, enable true efficiency and satisfy customer expectations in the mobile environment, organizations must ensure mobile devices and related identities are secure — but in a way that minimizes user barrier and frustrations. Once secured, organizations then have the opportunity to leverage mobile devices to actually improve security in other parts of the business.

“Mobile devices are broadly adopted; once secured, people can increasingly use them for strong desktop and online security as well,” the study stated.

“Mobile-fueled security is on the rise and holds the promise of increased ease of use, flexibility and security.

“To secure these transactions, decision-makers can leverage a variety of technical and security capabilities to meet the trust and security needs of diverse use cases.”

With the growing dependence on mobile devices to execute business operations, organizations are urged to provision solutions that not only address security needs, but also ensure the mobile experience is simple and unencumbered.

To help organizations better leverage mobile technology, Entrust solutions authenticate mobile devices connecting to a network, encrypt and digitally sign mobile email communication, embed identity protection into mobile applications, and monitor transactions to detect fraudulent or unauthorized activity.

To download the Forrester Technology Adoption Profile commissioned by Entrust, or learn more about proven mobile security solutions, visit entrust.com/mobile-perceptions.

Tweet It: Perception Versus Reality — Industry Trends, Research Confirm Mobile Devices Can Be More Secure than PCs

Methodology

This Technology Adoption Profile was commissioned by Entrust. To create this profile, Forrester leveraged its Forrsights Budgets And Priorities Tracker Survey, Q4 2012, Forrsights Hardware survey, Q3 2012, Forrsights Workforce survey, Q4 2012, Forrsights Workforce survey, Q2 2012, as well as its Forrsights Security survey, Q2 2012. Forrester Consulting supplemented this data with custom survey questions asked of 50 senior technology decision-makers in North American companies with 2,000 to 10,000 employees. The auxiliary custom survey was conducted in January 2013.

About Entrust
A trusted provider of identity-based security solutions, Entrust secures governments, enterprises and financial institutions in more than 5,000 organizations spanning 85 countries. Entrust’s award-winning software authentication platforms manage today’s most secure identity credentials, addressing customer pain points for cloud and mobile security, physical and logical access, citizen eID initiatives, certificate management and SSL. For more information about Entrust products and services, call 888-690-2424, email entrust@entrust.com or visit www.entrust.com.

Entrust is a registered trademark of Entrust, Inc. in the United States and certain other countries. InCanada, Entrust is a registered trademark of Entrust Limited. All Entrust product names are trademarks or registered trademarks of Entrust, Inc. or Entrust Limited. All other company and product names are trademarks or registered trademarks of their respective owners.

SOURCE Entrust Inc.

CONTACT :

Lindsey Lockhart; Media Relations; +1-972-728-0374; lindsey.lockhart@entrust.com

Web Site : http://entrust.com/

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Top 10 Global Economies: How Costly Is A Hiring Mistake?

Press Releases — Fri, 17 May 2013 04:30:48 +0000

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50%+ of Companies in the Top 10 Global Economies Have Been Affected By a Bad Hire According to CareerBuilder Survey

If A Bad Hire Is So Costly, Why Are So Many Doing It?

CHICAGO, May 8, 2013 /PRNewswire/ – A new study from CareerBuilder shows that hiring the wrong person can have serious implications for companies.

More than 50% of employers in each of the 10 largest world economies said that a bad hire (someone who turned out not to be a good fit for the job or did not perform it well) has negatively impacted their business, pointing to a significant loss in revenue or productivity or challenges with employee morale and client relations.

img credit : www.infusion.com

Among those reporting having had a bad hire…

27% of U.S. employers reported a single bad hire cost more than $50,000

In the Eurozone, bad hires were most expensive in Germany, with 29% reporting costs of 50,000 euros($65,231) or more

In the U.K., 27% of companies say bad hire costs more than 50,000 British pounds

In India, 29% reported the average bad hire cost more than 2 million Indian rupees ($37,150)

48% of surveyed employers in China reported costs exceeding 300,000 CNY ($48,734)

The global survey, conducted online by Harris Interactive^© during 1-30 November 2012, included more than 6,000 hiring managers and human resource professionals in countries with the largest gross domestic product.

Percentage of Employers Reporting Bad Hires

The BRIC countries (Brazil, Russia, India, China) – markets that house the largest number of employers planning to increase the hiring of full-time employees this year – were the most likely to report being affected by a bad hire in the last year.

However, the majority of employers in all top 10 markets reported similar experiences (lists are in descending percentages while the graphs are kept alphabetical by country)…

Russia – 88%
Brazil – 87%
China – 87%
India – 84%
U.S. – 66%
Italy – 66%
U.K. – 62%
Japan – 59%
Germany – 58%
France – 53%

“Making a wrong decision regarding a hire can have several adverse consequences across an organization,” said Matt Ferguson , CEO of CareerBuilder.

“When you add up missed sales opportunities, strained client and employee relations, potential legal issues and resources to hire and train candidates, the cost can be considerable.

“Employers are taking longer to extend offers post-recession as they assess whether a candidate really is the best fit for the job and their company culture.”

Impacts of a Bad Hire

The BRIC countries were generally more likely to report a variety of negative effects tied to a bad hire such as productivity and revenue losses while U.S. ranked high in citing an impact on employee morale and cost to recruit and train another worker.

European countries ranked lower in almost every category, which may in part be attributed to slower hiring in those markets.

Loss of Productivity

China – 57%
Russia – 45%
India – 42%
Brazil – 40%
U.S. – 36%
Italy – 31%
Japan – 28%
Germany – 25%
U.K. – 23%
France – 15%

Negative Affect on EE Morale

China – 37%
U.S. – 32%
Germany – 31%
Japan – 31%
India – 25%
Russia – 24%
Brazil – 23%
Italy – 23%
U.K. – 22%
France – 19%

Negative Impact on Client Relations

China – 32%
India – 25%
Russia – 22%
Brazil – 21%
Italy – 20%
U.S. – 18%
Germany – 17%
France – 17%
U.K. – 16%
Japan – 13%

Fewer Sales

China – 24%
India – 24%
Russia – 22%
Japan – 13%
U.K. – 12%
France – 11%
Brazil – 11%
U.S. – 10%
Germany – 9%
Italy – 9%

Cost to Recruit and Train Another Worker

Brazil – 35%
U.S. – 31%
India – 31%
China – 30%
Russia – 29%
Italy – 23%
U.K. – 22%
Germany – 15%
France – 12%
Japan – 11%

Survey Methodology

This survey was conducted online within the U.S., Brazil, China, France, Germany, India, Italy, Japan, Russia and the U.K. by Harris Interactive^© on behalf of CareerBuilder among 400 to 2,611 hiring managers and human resource professionals (employed full-time, not self-employed, non-government) in each country between 1 and 30 November 2012 (percentages for some questions are based on a subset, based on their responses to certain questions). With pure probability samples ranging from 400 to 2,611, one could say with a 95 percent probability that the overall results have a sampling error between +/- 4.9 and +/-1.92 percentage points. Sampling error for data from sub-samples is higher and varies.

What Are Your Thoughts?

✔ This is not your normal press release, there is a lot of meat here! As we have an audience in 75+ countries, it would be interesting to get some feedback outside the USA on this? That doesn’t mean the USA is excluded from this question — just means we would like to hear from as many as possible…

✔ What points can you add to CareerBuilder’s press release?

✔ What research can The HRIS World provide your company concerning recruiting best practices?

Please share your thoughts with us and our audience in the comments section below! Or you can reach us directly from our contact page.

About CareerBuilder®

CareerBuilder is the global leader in human capital solutions, helping companies target and attract their most important asset – their people. Its online career site, CareerBuilder.com®, is the largest in the United States with more than 24 million unique visitors, 1 million jobs and 50 million resumes. CareerBuilder works with the world’s top employers, providing resources for everything from talent and compensation intelligence to employment branding and recruitment support. More than 10,000 websites, including 140 newspapers and broadband portals such as MSN and AOL, feature CareerBuilder’s proprietary job search technology on their career sites. Owned by Gannett Co., Inc. (NYSE: GCI), Tribune Company and The McClatchy Company (NYSE: MNI), CareerBuilder and its subsidiaries operate in the United States, Europe, South America, Canada and Asia. For more information, visit www.careerbuilder.com.

Contact :

Jennifer Grasz; +1-773-527-1164; Jennifer.Grasz@careerbuilder.com; @CareerBuilderPR

SOURCE CareerBuilder

Web : http://www.careerbuilder.com

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Dow HRO Services Launched Successfully in Asia

Press Releases — Thu, 16 May 2013 04:10:34 +0000

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CDP Setting a New Benchmark in the HCM Services Industry

SHANGHAI, May 7, 2013 /PRNewswire/ – CDP Group Limited, the leading One-Stop HR Outsourcing Services and HCM Technology Provider in Asia, announced officially that the HR Outsourcing Service Project has gone live successfully in Dow Chemical, which entered a long-term service contract with CDP Group, to have CDP Group manage multiple HR Business Processes leveraging its award-winning Cloud / SasS based HCM Technology Platform.

Dow Chemical is a Fortune 500 company and the world leader in the chemical industry.

After its global strategy transformation in recent years, Dow has not only relocated its Asian Headquarters toShanghai but also has conducted a series of mergers and acquisitions in the China market.

As of now, Dow has established 28 legal entities in the Greater China Region.

Benefits of Dow HRO Services

Under the terms of the contract, CDP will provide its high quality One-Stop HRO services to over several thousand employees in the Region for the next few years.

Powered by CDP services, Dow can manage its employee’s payroll and HR business processes through a/an flexible/efficient/effective Cloud/SaaS based HCM Technology Platform.

The new platform has been specifically designed to address the previously haphazard and cumbersome HR management practice, which was caused by mergers and modifications in organizational structure.

Thus, this will greatly enhance employee satisfaction; improve effectiveness and efficiency, increase strategic insights, and therefore also the ability of the company to boost its competitive advantages.

Outsourcing Is Popular with Dow Chemical

The concept of outsourcing the management of some of the HR business process is quite well accepted by Dow Chemical worldwide.

Prior to its collaboration with CDP, Dow intended to outsource its payroll to one of its global providers.

However, after a few lengthy unsuccessful implementations, the project failed to attain the prospective goals.

Due to the complexity of payroll processing in Chinaand the unique requirements of Dow, CDP Group stood out and was eventually selected as the outsourcing service provider for its extensive global and local HR best practices know-how/expertise and abundant experience via successful reference cases of similar scale and complexity.

Other Advantages

In addition to all those, CDP offers a world-class Human Capital Management (HCM) Technology Platform, as well as optimized HR business processes that meet the Chinese, Regional and Global regulatory and compliance requirements.

Leveraging advanced technologies, streamlined processes, professional service delivery capabilities and best-of-breed HCM practices, CDP works very closely with its clients to accommodate the specific needs and characteristics of their business operations in the Greater China and Asia Pacific Region.

CDP ensures clients a process that is secure, reliable, well managed and efficient with complete range of HR Total Solution.

CDP’s HRO services handle the HR operational Excellency, which enables companies to focus on their core operations, improve their HR operational efficiency, and increase their return on investment to maximize their core value.

Dow Chemical is a diversified chemical company that combines the power of science and technology with the “Human Element” to passionately innovate what is essential to the world development.

With the business being part of high-growing industries such as electronics, water, energy, coatings and agriculture, cost control and core competency always remain as the key elements of Dow’s development strategy.

About CDP

CDP is the leading one-stop HR outsourcing services and HCM technology provider in Asia andGreater China. CDP provides comprehensive HR services of Payroll Outsourcing, Employee Benefit Outsourcing, HCM on Cloud, HR Shared Services, and Performance On-demand, Recruitment services, Expatriate Services and other valued added services. Our service empowers companies to manage and optimize their Human Capital Management and services through the PEOPLE, PROCESS and PLATFORM model. At the end of Oct. 2012, CDP had more than 500,000 employees across 35 industries. Now, we can provide professional services in 230 locales across Greater China and Asia.

Much of the information about CDP Group, can be found at http://www.cdpgroupltd.com/

SOURCE CDP Group Limited

CONTACT : Rachel Li; +86-21-3329-5805; rachel.li@cdpgroupltd.com

Web Site : http://www.cdpgroupltd.com

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14-Point Roadmap for “Improving Diverse Representation in the Boardroom”

Press Releases — Wed, 15 May 2013 05:52:46 +0000

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From the WomenCorporateDirectors Global Nominating Commission

Unveiled at WCD Global Institute

NEW YORK, May 2, 2013 /PRNewswire/ – Answering calls for specific steps to boost women’s representation on boards worldwide, WomenCorporateDirectors and its Global Nominating Commission recently unveiled a roadmap for decision-makers: “Improving Diverse Representation in the Boardroom.”

The 14-point roadmap was introduced as part of WCD’s 3rd annual Global Institute, being held this week in New York.

The WCD Global Nominating Commission – designed to help build the “supply chain” of women director talent – has rolled out a series of initiatives since its launch one year ago at last year’s Global Institute.

The Commission’s activities include board education seminars as well as the publication of the Commission’s guide to “Best Practices for Director Development and Recruitment.”

“Having a series of concrete steps that multiple stakeholders can take to improve diversity is the kind of work we’re doing that’s not about rhetoric, but about action,” says Susan Stautberg, CEO, co-founder, and global co-chair of WCD.

Roadmap for Improving Diverse Representation in the Boardroom

Make board succession a top priority. The Global Board of Directors Study from WomenCorporateDirectors, Heidrick & Struggles, and Professor Boris Groysberg of the Harvard Business School, found that board and CEO succession planning needs to be a top priority for corporate boards. Only 40% of respondents globally said that their boards had an effective succession planning process for directors. Directors can use renewed attention to succession to improve diverse representation in the boardroom.

Encourage nominating committees to require that director slates include diverse candidates. Look to the National Football League’s “Rooney’s Rule” in the U.S., which ensures that an African-American candidate is considered in each coach search. Ensure women candidates are in every search. Create awareness of diverse director candidate databases and additional networks.

Partner with CEOs to champion the diverse candidates in their pipelines and networks. Examples of CEO sponsorship include Doug Conant at Campbell’s Soup sponsoring Denise Morrison, and Chad Holliday at DuPont sponsoring Ellen Kullman.

Connect diverse director candidates with board sponsors who can influence their board placement – especially for the candidate’s “first appointment.” Identify candidates through personal connections, word-of-mouth, or a search firm. Then, identify a champion on each board, dedicated to making a diversity appointment and ensuring a cultural fit. Build success upon success.

Candidly assess current directors and their contribution to governance each year. Also address term and age limits, as currently dictated by best practice.

Instill a process to review multiple criteria for new board members. Look for diversity not only of gender and ethnicity, but also geography, skill sets, industry background, and other experiences.

Look beyond CEOs and “well-rounded” directors for candidates with specific skills that can contribute directly to the strategic needs of the business. Such skills include digital innovation, strategic talent, supply chain management, manufacturing in China and/or India, and global branding.

Identify how younger candidates can add fresh thinking to the boardroom. These candidates can be found especially in industries such as media, music, travel, and retail, which have been transformed by digital and social media. Ethnic and gender diversity are often more easily found in younger directors.

Governance committee members can mentor first-term board members on director effectiveness, board culture, and priorities. Help to ease the transition and ensure the success of diverse members.

Assure the “cultural fit” of a candidate with the board and the company. Boards need candor, courage, and cohesion.

Commit to director education, staying current with all regulatory and governance developments.

Identify a wide range of board opportunities and sponsor qualified women for them. These positions can include serving on advisory boards, as well as boards of major national state, and city commissions, pension funds, and treasuries.

Promote diversity at the board level by speaking at leadership, governance, and industry organizations and conferences. Forge alliances with organizations and research partners to expand networks and resources. It is incumbent that nominating and governance committee members are visible at the top meetings and forums where they have the opportunity to meet potential directors and identify talent.

Use the Global Nominating Commission’s web resource. This is a go-to guide to research, articles, databases, organizations, director education resources, and action steps around board diversity.

“WCD is committed to strengthening the role of women as directors, the performance of the companies on whose boards we serve on, and accelerating corporate governance globally,” said Ms. Stautberg in her remarks at the Global Institute.

“We need to move together to create corporate governance as it should be – for it will take all of us. Diverse boards that are multi-gender, multi-skilled, multi-national, multi-ethnic, and multi-generational can make a difference around the table, in the world, and for the world.”

Contact :

Davia Temin; Temin and Company +1-212-588-8788; news@temin.co

Suzanne Oaks; Temin and Company; +1-212-588-8788; news@temin.co

About the WCD Global Institute

The WomenCorporateDirectors (WCD) 2013 Global Institute is an unprecedented opportunity for global board directors to share corporate governance and business strategies and to build partnerships with a purpose, in a private, invitation-only setting.

The Institute is a two-day, high-powered idea forum exploring compelling issues on the minds of today’s board directors and their companies. The program includes keynotes, panels, and discussion groups – as well as the WCD Visionary Awards Dinner – that facilitate informal peer exchanges. Sessions include “Beyond the Next Quarter”; “What Directors Need to Know about Technology”; “What On Earth Were You Thinking?”; “Managing Change and Disruptions around the World”; “New Trends, Ideas, and Best Practices That Directors Can Take Advantage of to Successfully Navigate the Globe”; as well as “Conversations” with Paul Polman, CEO of Unilever PLC, Fatima Al Jaber, board member of the Al Jaber Group, and Marcy Syms, director of Rite Aid and former CEO and chair of Syms Corp.

About WomenCorporateDirectors (WCD)

WomenCorporateDirectors (WCD) is the only global membership organization and community of women corporate directors, comprised of more than 2,000 members serving on over 3,000 boards in 52 chapters around the world. In 2012, WCD launched the Global Nominating Commission, a high-level task force of select corporate board nominating committee chairs and members from around the world, as well as CEOs, focused on proactively building diverse boards and candidate slates. Each year, WCD conducts a Global Board Survey in conjunction with Heidrick & Struggles and researchers from the Harvard Business School. Heidrick & Struggles and KPMG are Global Founding Partners of WCD.

WCD has 52 global chapters, located in Arizona, Atlanta, Beijing, Boston, Brazil, Charlotte, Chicago, Cleveland, Colombia, Dallas/Fort Worth, Delhi, Denmark, Finland, France, Germany, Gulf Cooperation Council, Hanoi, Ho Chi Minh City, Hong Kong, Houston, Indonesia, Israel, Japan, London, Los Angeles/Orange County, Malaysia, Melbourne, Mexico, Milan, Minnesota, Morocco, Mumbai, Netherlands, New York, New Zealand, Nigeria, Northern California, Peru, Philadelphia, Philippines, Rome, San Diego, Seattle, Shanghai, Singapore, South Africa, South Florida, Switzerland, Sydney, Tennessee, Toronto, and Washington, D.C. For more information, visit www.womencorporatedirectors.com.

SOURCE : WomenCorporateDirectors

Web Site : http://www.womencorporatedirectors.com

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CXOs: You Can Now Strategically Manage Technology Investments

Press Releases — Wed, 15 May 2013 04:52:38 +0000

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New SaaS-based iPad App From CA Technologies Empowers CXOs Strategically Manage Technology Investments

CA Clarity Playbook bridges gap between strategic planning and operational execution

MUMBAI, April 24, 2013 /PRNewswire/ — CA WORLD – CA Technologies (NASDAQ: CA) today announced CA Clarity™ Playbook, an innovative mobile application that uniquely empowers CXOs to strategically manage their organization’s technology investments in the context of their high-level business goals and objectives-right from their iPads.

Delivered via a SaaS model, CA Clarity Playbook also makes it easy for CXOs to quickly collaborate with key process stakeholders and respond more quickly to changing business needs anywhere, any time.

“IT and the business have to work hand-in-hand to create new revenue streams and deliver a differentiated brand experience – even in the face of finite structural and human resources,” said Lokesh Jindal, general manager, Service and Portfolio Management, CA Technologies.

“CA Clarity Playbook enables this critical coordination by giving executives the ability to nimbly adapt plans, activities and priorities.”

CA Clarity Playbook integrates with CA Clarity PPM and other systems of record to provide CXOs with the intuitive dashboard-style mobile workspace they need to:

Define strategic objectives, goals and initiatives

Collaborate with stakeholders on strategic plans

Leverage information from operational systems

Assess alignment of IT investments with business objectives

Visualize investment financials in real time and

Evaluate impact of new priorities on in-place plans

According to a research study* by CA Technologies, few CIOs are directly involved in defining business strategy-even though 73% of business executives acknowledge that IT is central to the execution of that strategy.

CA Clarity Playbook helps address this disconnect by liberating CXOs from the manual, annual planning cycles of the past, so they can more proactively take advantage of emerging business opportunities and technological innovations.

“With the increasing use of technology by patients and healthcare providers, a successful business strategy in the healthcare industry should be driven by a strong technology strategy,” said R. John Ragsdale, Chief Information Officer, BerylHealth.

“To grow our business in the midst of this Health Information Technology explosion, we need to embrace strategic planning disciplines and tools that increase our innovation and speed-to-market-and that improve technology visibility and decision-making for our C-level executives.”

CA Clarity Playbook can draw from information sources both in the cloud and across the enterprise to keep strategic initiatives on track and aligned to organizational goals.

Users can access CA Clarity Playbook workspace from an iPad app or from a tablet or desktop running an HTML5-compatible web browser.

“To successfully cope with today’s intense time-to-market pressures, business leaders need the same kind of real-time, multi-dimensional visibility into IT as they have into sales pipelines and supply chains,” said Jeffrey M. Kaplan, managing director of THINKstrategies, Inc. and founder of the Cloud Computing Showplace.

“It has simply become impractical for them to continue depending on periodic second-hand IT reporting that can’t be dynamically queried and is often out-of-date by the time it arrives on their desks.”

CA Clarity Playbook is a key enabler of the broader CA Technologies Business Service Innovation initiative, which enables customers to more effectively accelerate, transform and secure IT to adaptively meet the intensifying challenges of competition in a global information economy.

“IT is adopting more complex and fluid service provisioning models at the same time as it is becoming increasingly integral to the business,” said Cameron McNaught, Senior Vice President and Head of Cloud and Strategic Solutions, International Business, Fujitsu Limited.

“With CA Clarity Playbook, CA Technologies is directly responding to this confluence of complexity and criticality with a solution that gives corporate managers much-needed control of technology resource allocation and performance.”

*The Future Role of the CIO ‘Becoming the Boss’, October 2011, CA Technologies

About CA Technologies

CA Technologies (NASDAQ: CA) provides IT management solutions that help customers manage and secure complex IT environments to support agile business services. Organizations leverage CA Technologies software and SaaS solutions to accelerate innovation, transform infrastructure and secure data and identities, from the data center to the cloud. Learn more about CA Technologies at www.ca.com.

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Legal Notices

Copyright © 2013 CA. All Rights Reserved. One CA Plaza, Islandia, N.Y. 11749. All other trademarks, trade names, service marks, and logos referenced herein belong to their respective companies. Certain information in this publication may outline CA’s general product direction. However, CA may make modifications to any CA product, software program, method or procedure described in this publication at any time without notice, and the development, release and timing of any features or functionality described in this publication remain at CA’s sole discretion. CA will support the referenced products in accordance with (i) the documentation and specifications provided with the referenced product, and (ii) CA’s then-current maintenance and support policy for the referenced product. Notwithstanding anything in this publication to the contrary, this publication shall not: (i) constitute product documentation or specifications under any existing or future written license agreement or services agreement relating to any CA software product, or be subject to any warranty set forth in any such written agreement; (ii) serve to affect the rights and/or obligations of CA or its licensees under any existing or future written license agreement or services agreement relating to any CA software product; or (iii) serve to amend any product documentation or specifications for any CA software product.

Primary Media Contact : Pallavi Bordoloi; pallavi.bordoloi@ca.com, +91-9867696467
Secondary Media Contact : Nikita Nadwani; nikita.nadwani@2020msl.com, +91-9167443578

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Raise the Bar on Your Company’s Performance Management!

Michael Palmer — Wed, 15 May 2013 04:10:18 +0000

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5 Ways To Improve Your Company’s Performance Management

Performance management is involved in tracking the activities of your staff, and their productivity.

This then provides a benchmark on which to improve.

This can be measured in a variety of ways, from goal setting to more discussion-based methods.

There are a number of different ways of both carrying out performance tracking, and encouraging staff to increase productivity and therefore improve profitability.

Here are a few of our recommendations for improving performance management, and ways to assist staff in meeting objectives.

Clear Objectives

Once you’ve carried out an initial assessment of performance, you can then consider how you would like this to improve.

The first consideration is setting out clear objectives for staff so that they know what is expected of them, and to give them a goal to work towards.

This also provides a useful benchmark against which you can track their improvement and their value to the business.

It’s also crucial that you make it clear what timeframe you wish them to meet these objectives in.

It’s a good idea to speak to each staff member in person when setting objectives so that these are agreed upon rather than merely dictated.

This gives employees a greater sense of involvement and helps them to feel responsible for their own target-setting.

It’s also a good time for them to voice any concerns and to take part in their goal setting.

Regular Meetings and Feedback

Once objectives are set, it’s a good idea to organise regular meetings to discuss progress; these micro-sessions are the ideal time to set mini goals.

For example, you may give an overall objective to be met each quarter, and you can then use monthly meetings to set smaller objectives that appear more manageable but always working towards the end goal.

This is also good for making employees feel that there is a vested interest in their development.

In order to meet objectives there could also be training provided, making staff feel particularly valued.

HR Software

If you want your performance management be clearer and more easily accessible, then a purpose-built HR software package could be the way to go.

It helps set objectives to be visible to all, which increases the likelihood of them being actioned properly.

It also allows a much more in-depth analysis of how staff are working to achieve their objective and keeps everyone focused on accomplishing them.

These packages can work well for both large and small businesses.

For larger businesses it allows a personal approach that can be difficult to achieve with large numbers of staff, and for small businesses it frees up time and money to be reallocated to other areas, thus streamlining your HR and performance management functions.

Self-Assessment

Self-assessment can work particularly well for higher-level managers and close-knit teams.

This method of performance management is much more involved in how the employee feels they could improve.

Using this in conjunction with other methods can also boost morale and lead to a more motivated work force. Using this method can allow staff to take responsibility for their own development and improvement.

Personal Development

Fostering an environment of personal development for each employee is an excellent way of improving performance management.

If staff can participate in setting goals and see their own progress it can encourage them to improve and work to the best of their ability.

This can also be supported by offering training opportunities and allowing them to develop in their roles.

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The Last Word

Overall, performance management is important to every business as a way of motivating staff and assessing their effectiveness.

It’s essential that staff are given the opportunity to improve and performance management is the best way to create a starting point.

It’s also a great way to look at what staff are currently doing, and what they should seek to achieve.

Performance management is one way to get the most from your existing workforce and allow them to achieve their potential.

Image credit: ‘To Do list’ from Flickr by vvvracer

What Are Your Thoughts?

✔ There is definitely a shift from efficiencey to effectiveness — can you add some of your experiences to any of Michael’s points?

✔ What additional points for Performance Management can you add to Michael’s?

✔ For your Performance Management research, what can The HRIS World do for you?

Please share your thoughts with us and our audience in the comments section below! Or you can reach us directly from our contact page.

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CedarCrestone 2013–14 HR Systems Survey Now Open

Press Releases — Tue, 14 May 2013 19:54:02 +0000

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HR Technologies, Deployment Choices, Value, and Metrics

16th Annual Edition Open for Participation

ALPHARETTA, GEORGIA – May 13, 2013 – The CedarCrestone 2013–2014 HR Systems Survey: HR Technologies, Deployment Choices, Value, and Metrics, 16th Annual Edition is now open for participation at www.CedarCrestone.com/hrssv23 until June 24, 2013.

This comprehensive research effort provides organizations with data to plan, justify, benchmark, and execute HR technologies.

The survey questionnaire collects responses from HR and IT management and business leaders with knowledge of the HR technologies in use and planned.

It takes 15–30 minutes to complete.

Responses will be kept confidential and only used in aggregate results.

In celebration of 16 years, the first 100 respondents to complete all questions will receive a $5 Starbucks card.

The 16th, 160th, and 1,016th respondents will receive a $100 Visa gift card.

All who complete the survey will receive an advanced copy of the results and be entered into a drawing for an in-depth Benchmark Service with Lexy Martin.

The 16th anniversary CedarCrestone HR Systems Survey continues to track the adoption, deployment approaches, and value achieved of 30+ HR technologies.

These include administrative, service delivery, talent management, workforce management, business intelligence/workforce analytics, big data, work management software, collaborative knowledge sharing, and social media.

Additionally, the survey will explore the maturity of integration efforts.

The results will be presented at the HR Technology Conference on October 7th.

You can view prior years’ results here.

Please include the hashtag #CCHRtechsurvey if you plan to promote on Twitter.

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The Changing Employee Philosophy: How Should Businesses Reward Their Staff?

Lewis R Humphries — Tue, 14 May 2013 04:34:46 +0000

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Attracting and Retaining Staff

The Importance of Benefits

While the U.S. economy continues to deliver decidedly mixed portents, there can be little doubt that the nation is at least moving in the right direction.

This is especially true with regards to unemployment and job creation, with the former falling to 7.6% in March and continuing the downward trend first established towards the end of 2012.

While the most obvious conclusion to draw from this is that a growing number of individuals are finding employment, there are additional consequences that need to be considered.

The job market will benefit from improved sentiment, for example, which in turn will encourage the long term unemployed to resume their search for work and make a commitment to achieving financial independence.

US U-6 Unemployment Rate data by YCharts

This creates an interesting challenge for employers, who must ensure that their salaries and benefits packages enable them to compete in an increasingly competitive job market.

They must also account for the changing employee philosophy, which has evolved

as concepts such as crowd sourcing have helped individuals to gain greater influence among businesses.

The modern breed of employees and candidates for work have a far greater appreciation of their individual value, and how this should be rewarded by private companies and public bodies.

With this in mind, how should business owners look to attract, retain and reward top talent in the current employment market? Consider the following…

Evaluate the Motivation to Work

While many still believe that the primary motivation to work is financial remuneration, this does a disservice to the body of self-aware employees that operate in 2013.

Not only are workers generally driven by additional factors such as healthcare benefits, level of empowerment and potential for progression, but every single staff member is also an individual who has a unique professional mindset.

Your first step towards adequately rewarding and enticing staff members is to evaluate the motivation that drives them forward, using measurable data and information gathered from the individuals themselves.

You can then create a tailored bonus structure and a unique set of benefits, which deliver tangible rewards over time.

Balance the Cost of a Reformed Benefits Structure

If you decide to reform your bonus and benefit structures in line with a changing employee mindset, then you will need to balance the affiliated costs carefully.

Should you decide to create a more comprehensive level of medical coverage to your staff, for example, it is important that you perform an employee benefits evaluation that enables you to review and determine how much you may be liable to pay.

This can be performed as part of a wider employee benefits management strategy, which allows you to adequately reward staff members without compromising your annual business budget.

Improve Employee Job Satisfaction

With a decreasing emphasis on bottom line salary and remuneration, business owners have been given an outstanding opportunity to empower and reward staff through experience.

Simply by improving job satisfaction and ensuring that employees remain motivated to work, it is possible to inspire greater performance without investing significant sums of hard earned capital.

One way to achieve this is to introduce flexible working schedules, which enables staff to work at home or according to their own specific circumstances.

There is no finer way to empower individuals or build a sustainable and trustworthy relationship with your employees.

From One of Our Talent Management Playlists on Our YouTube Channel

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The Last Word

While the improving job market is good news for the economy, it does create a challenge for business owners who are looking to expand their organizations.

In order to appeal to the growing number of job seekers, you must be prepared to evaluate the mindset of your employees and create a benefits structure that rewards their efforts.

Without this willingness to evolve, you may find it impossible to attract and retain leading industry talent as the economic recovery gathers pace.

What Are Your Thoughts?

✔ Lewis brings up some great points in assessing your current capacity to retain and motivate your key talent — what suggestions can you add?

✔ Money is not everything but then again it does help — the biggest desire most employees have is recognition and many have said they would prefer this to a raise (they also remained anonymous when asked, HA!). What successful recognition programs have you seen?

✔ What other research and focus can The HRIS World provide you for rewarding and motivating your staff?

Please share your thoughts with us and our audience in the comments section below! Or you can reach us directly from our contact page.

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SMBs Struggling with PPACA, ADP Has A Webinar for You!

Press Releases — Tue, 14 May 2013 01:31:41 +0000

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ADP® Webcast to Help Small Businesses Better Understand the Complexities and Mandates of the PPACA

Free webcast will help clarify new provisions specific to small businesses, assisting owners in understanding how the Affordable Care Act’s Insurance Mandates and Market Reforms can affect small businesses in 2014

ROSELAND, N.J., May 8, 2013 /PRNewswire/ – ADP®, a leader in human resource and payroll outsourcing solutions, will host a free webcast on May 14, 2013, to help small business owners and employers understand the impact of new Affordable Care Act (ACA) provisions that will take effect in 2014, including the establishment of Health Insurance Exchanges and, in many states, the expansion of Medicaid.

The free webcast aims to help clarify how the new regulatory mandates of Health Care Reform could impact small businesses and how to prepare for those changes.

Many of these new provisions will affect small businesses’ approach to how they offer health insurance to employees.

ACA’s mandates and insurance market reforms are complex and may impact the administrative burden of small businesses with its compliance requirements, penalties, taxes and employee education. The webcast will address:

Premium rating rules for non-grandfathered individual and small group plans

Deductible limits for non-grandfathered, small group plans

Small business healthcare tax credit

Small Business Health Options Program (SHOP)

Employer Shared Responsibility provisions (identifying full-time employees)

How the various provisions define a small business

The webcast, titled “Small Businesses Beware: Why You Can’t Afford to Ignore the Affordable Care Act“, will be hosted in partnership with HR.com from 11:00 a.m. – 12: 00 p.m. EDT on May 14, 2013.

Our presenter will be Peter Marathas, a partner at Proskauer Rose, who is well known across the country as a prominent thought leader on ACA-related matters.

The session is open to any small business owner, employer, executive, HR professional or other business professional interested in learning how the ACA could impact their business.

Small business owners can register at www.adp.com/acawebcast.

The webcast will be recorded for future playback and is approved for one HR Certification Institute (HCRI) credit.

An additional session will be hosted from 3:00 p.m. – 4:00 pm EDT on May 14 for certified public accountants (CPAs) looking to earn continuing professional education (CPE) credits.

CPAs can visit www.smartpros.com/adpwebinars to register.

“Small businesses represent nearly 99 percent of the estimated 28 million businesses in the United States,” said Anish Rajparia, President of ADP’s Small Business Services Division.

“ADP is offering this free webcast as part of our commitment to help small business owners better understand how the complex requirements imposed by the Affordable Care Act may impact them,” Rajparia added.

For more information on the webcast, or for instructions on how to register, please visit www.adp.com/acawebcast.

About ADP

ADP ^® (NASDAQ: ADP), with more than $10 billion in revenues and approximately 600,000 clients, is one of the world’s largest providers of business outsourcing and human capital managementsolutions. Leveraging over 60 years of experience and a global footprint spanning more than 40 countries, ADP offers a wide range of human resource, payroll, talent management, tax and benefits administration solutions from a single source, and helps clients comply with regulatory and legislative changes, such as the Affordable Care Act (ACA). ADP’s easy-to-use solutions for employers provide superior value to companies of all types and sizes. ADP is also a leading provider of integrated computing solutions to auto, truck, motorcycle, marine, recreational vehicle, and heavy equipment dealers throughout the world. For more information about ADP or to contact a local ADP sales office, reach us at 1.800.225.5237 or visit the company’s Web site at www.adp.com.

Contact : Jim Duffy; ADP; +1 (973) 974-7612; Jim.Duffy@ADP.com

SOURCE : Automatic Data Processing, Inc.

Web Site : http://adp.com

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Josh Bersin Speaks of “Glocalization” for HR: Fad or Direction?

Garrett O'Brien — Mon, 13 May 2013 04:20:29 +0000

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Editor’s note: Though this term may be new to many, glocalization has been around for 25 years or so in the commerical industry.

A combination of two words (a portmanteau), globalization and localization, defines anything that reflects not only global standards but also local ones as well.

Google, Yahoo!, eBay, Amazon all would fall into this label — as would be McDonalds, Burger King, KFC, and Starbucks; the definition and label are not confined to technology.

Josh Bersin used this term recently when talking about HR, and this has been getting some attention as a result.

The following is an email shared with us from Libertycomms.com on this topic…

Another Means to Retaining Talent

“Glocalisation” presents challenges and opportunity for HR directors

Recently at a conference in Fort Lauderdale, Florida, Josh Bersin, founder and principal analyst of Bersin by Deloitte highlighted the concept of “Glocalisation”, commenting that; “glocal means blending features that are unique to the organisation with the customs and preferences that define a specific market.”

For HR, the rise of glocalisation presents

a considerable challenge to organisations looking to retain the best local talent, whilst at the same time supplementing their workforce with additional world class talent.

The key question remains how to manage an increasingly diverse workforce so that they can maximise their full potential, and thus the company’s.

img credit : pbworks.com

While a more diverse and glocal workforce presents traditional HR models with serious challenges, it also offers a great opportunity for HR directors to promote next generation HR methodology and technologies.

The question of glocalisation is an inherently complicated one – anything that incorporates global market forces and mixes them with regional and local customs, culture and business approaches is bound to cause confusion on a number of levels.

Bersin highlighted: “The way the HR function is organised can be affected by glocalization.

“Since business units located in different parts of the world require a level of unique treatment, HR leaders at multinational and globally expanding companies should consider reorganising the HR model from centres of excellence to networks of expertise.”

The answer to many complex questions is often to be found right in front of us and this is no different of the glocalisation conundrum.

It is subtle and simple: empower your workforce to take a handle of their careers

more and HR will generally take care of itself.

Mobilise the workforce to become a network of expertise and forum for knowledge sharing through flexibility, mobility and self service models and the workforce will flourish.

From Our Youforce Playlist on Our YouTube Channel

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Conclusion

As with all new developments and trends glocalisation presents a challenge to organisations and individuals particularly from an HR perspective.

But where there is a challenge there is also often an opportunity.

Those that embrace ‘going glocal’ through the use of new forms of technology and the new philosophy of employee-centric empowerment that it represents will reap the rewards in terms of employee retention, skills development and operational efficiency, and it is for this reason HR departments should not shy away from this trend, but rather work whole heartedly towards it.

img credit : emeraldinsight.com.com

What Are Your Thoughts?

✔ When hearing something for the first time in teh business world, the first impression many have is — fad? or direction? What are your thoughts about glocalization (remember, this term has been around since the late 1980′s)?

✔ Timing is everything and with the workforce reduction already in progress, talent management becoming a necessity, and succession planning coming under scrutiny, companies are seeking every tool they can to retain key employees. Will Glocalization help or hinder this? Granted it is not THE key factor if a key employee stays or goes — but if the competition is not glocalizing, would a key employee exit or remain in such a case?

✔ What can The HRIS World provide you in research, concerning glocalization?

Please share your thoughts with us and our audience in the comments section below! Or you can reach us directly from our contact page.

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Vendors: Have HRIS Customers But Not Sure What They Want?

Press Releases — Mon, 13 May 2013 04:10:08 +0000

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The HRIS Needs of Companies Will Vary, No One System Will Suit All

Performing a needs assessment is necessary but someone has already done most of the work

SMB Looking for Software? Looking For the Right Questions?

This report will help you know what others are looking for and assist in what may be a good fit for your company

CompareHRIS.com, a leading HR Software Research Center for the USA and Canada, has released their HRIS/HCM REQUIREMENTS REPORT for 2013.

The report provides data and insight from HR Technology managers and HR decision-makers looking for Human Resources software.

It also reveals the connection between company size and what qualified buyers of HR technology feel is most important.

HRIS Selector Tool

The HRIS Selector Tool, used as the foundation for the report, asks a series of questions about HR system requirements and the importance of each.

The report reflect responses from 1,788 HR professionals who were considering new HR technology in 2012.

It is interesting to note a few surprising but definitive findings between what companies of different sizes are looking for.

Uniquely Positioned

CompareHRIS.com provides a truly unique service for the human resources industry to better match vendor requirements to user needs.

These findings are useful to HRIS/HCM product managers and developers in honing their products and addressing market challenges and opportunities.

CompareHRIS is uniquely positioned to help you understand the market’s needs, the select solutions, and the product development paths you may want to pursue.

This extensive report is available now at a reduced rate of $395 but only through June 15, 2013.

Here’s an infograph for this report…

If you use this inforgraph, please include attribution to HR-Software Blog with this graphic.

Click Here to Access Your Copy Now !

Our CompareHRIS Playlist on Our YouTube Channel

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About compareHRIS.com

CompareHRIS.com puts the HR professional in touch with HRIS systems and HRMS vendors offering the HR software that most closely matches their requirements.

The CompareHRIS.com site presents line-by-line comparisons of HRIS products and provides a valuable service to HR pros, helping them navigate the market by offering apples-to-apples assessments.

With more than 165,000 visitors in 2012, compareHRIS.com has grown to be one of the world’s most valuable resources for any company looking for an HRIS solution.

Source CompareHRIS

Contact

Carolyn Stoll-Sokol; Director Business Development; Office +1-727-940-3786 | cell +1-727-542-1823

Web site : www.PEOcompare.com; www.compareHRIS.com